PAKISTAN: EARTHQUAKE. In Brief. 30 May 2006

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1 PAKISTAN: EARTHQUAKE 30 May 2006 The Federation s mission is to improve the lives of vulnerable people by mobilizing the power of humanity. It is the world s largest humanitarian organization and its millions of volunteers are active in over 183 countries. In Brief Appeal No. 05EA022; Operations Update no. 25; Period covered: 16 March 17 May 2006; Appeal coverage: 55.9%; (click here to go directly to the attached Contributions List, also available on the website). Appeal history: Preliminary Emergency Appeal (launched as South Asia: Earthquake) on 9 October 2005 for CHF 10.8 million (USD 8.4 million or EUR 7 million) for four months to assist 30,000 families (some 120,000 beneficiaries). Disaster Relief Emergency Funds (DREF) allocated: CHF 200,000. Operations Update No. 3 of 12 October 2005 increased the Preliminary Appeal budget to CHF 73,262,000 (USD 56,616,692 or EUR 47,053,307) to assist up to 150,000 families (some 750,000 beneficiaries) for six months, as an increasingly serious situation has unfolded. Operations Update No. 5 of 17 October 2005 revised down the number of targeted families to 70,000 (some 500,000 beneficiaries), based on the newly assessed delivery capacity and average family size of seven. Revised Emergency Appeal launched on 25 October 2005 for CHF 152 million (USD 117 million or EUR 98 million) to assist 81,000 families (some 570,000 beneficiaries) for six months. Revised Emergency and Recovery Appeal launched on 28 March 2006 for CHF 227 million (USD 172 million or EUR 145 million) to assist over 1,085,000 beneficiaries through to the end of To date CHF 127,207,168 has been received for the revised appeal, of which CHF 73 million is in cash and CHF 54.2 million is in-kind contributions. As the appeal budget has been revised upwards to cover recovery and reconstruction, the coverage figure has changed accordingly. Pledges, particularly un-earmarked cash, are needed to ensure the continuity of this operation. This is the final operations update relating to the emergency phase of the operation as reflected in the revised emergency appeal launched on 25 October The next operations update will cover the period up to the end of June 2006 and will report on progress under the revised emergency and recovery appeal Operations updates will be published every two months. Operational summary: The bulk of the emergency relief operations are winding down with the operation moving into recovery and rehabilitation. However relief activities targeting 20,000 families focusing on emergency shelter will continue. These families are those identified as not being able to take full advantage of the government cash grant reconstruction scheme. Relief needs will continue also as a result of the monsoon season (July - September) and into the next winter. The Appeal has now been revised to include recovery and reconstruction planning through the end of On that basis the budget has been increased to CHF 227 million (USD 172 million or EUR 98 million). In addition to ongoing residual emergency relief needs, the Red Cross Red Crescent is committed to a three year recovery and reconstruction programme. To meet the budget needs of the operation, a further CHF 100 million is still required. To date 122,741 families (almost 860,000 people) have been assisted with emergency relief. Within the first six months of the operation the target of 81,000 families was exceeded by 35 percent. More than 350,000

2 1 people have received medical assistance utilising services provided by the Pakistan Red Crescent Society (PRCS), Federation and bilateral partner Red Cross/Red Crescent national societies. The Red Cross/Red Crescent family has been one of the biggest providers of assistance after the Pakistan authorities. The relief phase of the operation can be considered a success and the Red Cross/Red Crescent is committed to improving the depth and quality of the assistance and addressing the gaps which have been revealed. It has been a massive logistical exercise while assessments, distributions and follow up activities have been conducted in remote, challenging terrain. Pakistan Red Crescent Society (PRCS) staff and volunteers have been the backbone of the operation, providing the capacity to reach communities other humanitarian actors were reaching. The biggest deployment of regional disaster response team (RDRT) members in the history of the Federation provided crucial reinforcement in the field, particularly in assessment and relief distribution activities. The Federation/PRCS is currently refining the plan of action for the rehabilitation/recovery activities based on the revised emergency and recovery appeal, consulting with multi-lateral and bilateral partner national societies, the PRCS and other agencies involved in the earthquake operation. The appeal to date has been generously supported by 43 Red Cross/Red Crescent National Societies (and in many instances funding from their respective governments) by cash and in-kind contributions. Leading contributors have been the American Red Cross, Australian Red Cross, British Red Cross, Canadian Red Cross, Danish Red Cross, German Red Cross, Irish Red Cross, Japanese Red Cross, Netherlands Red Cross, Norwegian Red Cross and Swedish Red Cross. ECHO has also been a generous supporter of the appeal. The full list of contributions can be seen at the end of this report. Related Emergency or Annual Appeals: South Asia Regional Annual Appeal 05AA051, Pakistan Annual Appeal 05AA049 For further information specifically related to this operation please contact: In Islamabad: Khalid Kibriya (Secretary-General), Pakistan Red Crescent Society; khalid_kibriya@yahoo.com ; phone: ; fax: In Islamabad: Azmat Ulla (Head of Delegation); azmat.ulla@ifrc.org ; phone: ; fax: ; Ted Itani (Head of Operations); ted.itani@ifrc.org ; mobile: ; In Delhi: Bob McKerrow (Head of South Asia Regional Delegation); bob.mckerrow@ifrc.org ; phone: ; fax: In Geneva: Jagan Chapagain (South Asia Regional Officer), jagan.chapagain@ifrc.org; phone: ; fax: ; Christine South (Pakistan Desk Officer); christine.south@ifrc.org; phone: ; All International Federation assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGOs) in Disaster Relief and is committed to the Humanitarian Charter and Minimum Standards in Disaster Response in delivering assistance to the most vulnerable. For support to or for further information concerning Federation programmes or operations in this or other countries, or for a full description of the national society profile, please access the Federation s website at Background An earthquake with a magnitude of 7.6 on the Richter scale, centred 95 km northeast of Pakistan s capital, Islamabad, struck at 08:50 local time (03:50 GMT) on 8 October 2005, with tremors felt across the region from Kabul to Delhi. The quake decimated large areas of northern Pakistan and northern India. The affected area of almost 30,000 square kilometres was the size of Belgium. In Pakistan, 73,000 people were killed and more than 120,000 were injured. Approximately 3.5 million people were left homeless. Operational developments The Federation Pakistan earthquake revised emergency and recovery appeal 2005/08 was launched on 28 March 2006 ( ). The appeal, with a budget of CHF 227 million, is seeking approximately an additional CHF 100 million to fund planned activities. The new appeal details ongoing emergency relief activities and recovery and reconstruction plans for the next three years.

3 2 The appeal plan of action is being further refined through May, taking into account inputs from assessments/evaluations by the Federation, PRCS, and multilateral and bilateral partner national societies. A programme planning consultant worked for three weeks in the field in April/May bringing together a more detailed, integrated plan. This process was further assisted with a two-week visit by the Geneva Secretariat Pakistan desk officer. A construction delegate arrived in May for an initial one-month mission to work with the PRCS on developing the construction components of the plan of action. It is intended to have a long-term construction coordinator in place in the near future. Utilizing the UN Humanitarian Air Service, relief items were airlifted up the Kaghan Valley in April. The emergency relief operation has now reached almost 860,000 people. The emergency relief operation continued but is scaling down as the operation moves into recovery and reconstruction. Approximately a further 17,000 families were assisted in the past two months bringing the total to 122,741. This equates to almost 860,000 people being helped by the operation in the space of seven months. The government camp closure process which began in April has continued with a rapid return of internally displaced people (IDPs) to their home village/areas. As of 6 May, the UNHCR said across North West Frontier Province (NWFP) and Pakistan administered Kashmir, 109,292 (69 percent) of IDPs living in camps of 50 or more tents had returned home. This left 50,996 people living in camps of some 50 tents. UNHCR reports 57 camps have now been closed with 99 remaining open. An emerging issue, which could increase the number of IDPs, is rubble clearing operations in affected areas and the decision by the government to relocate some villages due to their current high quake-risk sites. There will continue to be landless people heading into the next winter. The Federation/PRCS is making provisions for families leaving camps which are not in a position to rebuild immediately. Under the revised earthquake emergency and recovery appeal , emergency shelter assistance is planned for 20,000 families. The United Nations Humanitarian Air Service (UNHAS) which has been utilised by the Federation/PRCS for relief distributions will cease operations on 31 May. This service, provided free of charge to the Red Cross/Red Crescent, has been a valuable transport resource. There has been regular seismic activity in northern Pakistan with occasional landslides but no casualties reported in the past two months. The Pakistan national seismic monitoring centre reports that there have been 1925 aftershocks since the 8 October quake and warns these will continue for the next six months. The upcoming monsoon season (July - September) combined with hills and mountainsides left unstable by the earthquake presents a further threat of major landslides. It is anticipated some roads will become inaccessible for periods during the rainy season. The Pakistan Meteorological department forecasts normal rainfalls for this coming monsoon season. Government: The Pakistan government s earthquake relief coordination body, the Federal Relief Commission, ceased operation at the beginning of April Residual government relief work is now under the auspices of the Earthquake Rehabilitation and Reconstruction Authority (ERRA). The Relief Commission reports on its achievements over the six months since the quake, including distributions of; 950,260 tents to 500,000 households. 6,293,581 blankets to 3.5 million people.

4 3 245,974 tonnes of rations, 3,053 tonnes of medicines and 130,994 tonnes or miscellaneous items to affected people. The Federal Relief Commission was an ad hoc agency which was created in the wake of the 8 October earthquake. Together with, and in support of the PRCS, the Federation attended weekly meetings with the Federal Relief Commission where strategies and plans between humanitarian communities and the government were discussed and addressed. Its closure has no negative implications for the Federation/PRCS. The Federation and the PRCS are now dealing with ERRA with the operation moving into recovery and reconstruction. The ERRA UN early recovery plan was launched in May outlining a one-year period bridging the end of the relief phase and the start of full scale construction. The early recovery plan presents activities in eight sectors, detailing proposals costing USD 297 million with available funds of USD 107 million. The Federation/PRCS revised emergency and recovery appeal is not part of the ERRA UN early recovery plan. However it was shared with the UN to assist it in avoiding duplication of operations/activities. The government announced in early April that the city of Balakot would not be rebuilt and a new location would be found. The city, home to 300,000 people was almost entirely devastated. The PRCS and Federation continue to consult with ERRA about locations for its planned reconstruction projects and sites are still being decided. Reconstruction projects will be registered with ERRA which is the approval granting body. Government agencies (the Provincial and State Earthquake Reconstruction Agencies) will coordinate clearance of debris and monitor construction. Designs for reconstruction need to gain ERRA approval. ERRA warns that reconstruction costs are likely to escalate due to increases in building materials driven by market forces. The United Nations Humanitarian Coordinator for Pakistan said the total reconstruction cost could be as high as USD 6 billion instead of the originally estimated USD 3.5 billion. Prices for cement, steel and iron are already on the rise while escalating world oil prices will also impact. In an effort to regulate prices, ERRA held a meeting in May with the main cement, steel, sand and crush and transport providers and reached agreement on a fixed price for these materials and services. The fixed price is flexible but the aim is to prevent price gouging as demand rises. PRCS: The PRCS hosted a lessons learnt event in Islamabad in April The National Society, following a process of self-analysis and evaluation, presented its findings. Attending were representatives from the Federation, ICRC, UN agencies, Embassies/High Commissions and PRCS staff and volunteers. The findings included; Constraints/challenges Mountainous/ rugged terrain operating at altitudes of up to 3500 metres (12,000 feet) Accessibility problems due to; Limited communication infrastructure Scattered nature of populations in mountainous countryside Significant numbers of affected people living above the snow line. Weather Scarcity of available transportation Lack of local volunteers available Branch in Pakistan administered Kashmir was badly affected NWFP branch infrastructure in affected districts not strong Supply Chain Problems (lack of capacity in warehousing, proper packaging and transport and trained staff) Needs Assessments were fragmented and from multiple sources often causing confusion. Successes/positive outcomes The response was timely. Identification of strengths and weaknesses in disaster response which will assist the National Society in improving its capacity An enlarged volunteer base. The challenge is now to retain these volunteers. The image/profile of the PRCS has been enhanced in affected areas, in some instances bringing the National Society to the attention of people for the first time. Good coordination between the PRCS, government agencies and NGOs

5 4 Lessons learnt The need for improved disaster preparedness planning at all levels. The need for an improved National Society communications network International relief assistance should be needs and capacity based. There was a need for better consultation between the host national society and partners. Logistics: The Pakistan government announced in May a new tax/import duty regime for humanitarian goods coming into the country. If the items can be purchased or made in Pakistan, then they are not eligible to be imported duty free. Previously, with the exception of vehicles, a no objection certificate (NOC) could be applied for, for relief items. This development could have significant budget implications for the operation. Among items which will not be tax exempt is corrugated iron sheeting. The Federation Danish base camp in Mansehra, which had been operating since October 2005, was closed on 11 April. The camp, which had a capacity for up to 100 staff, was a valuable resource, providing accommodation for the numerous staff operating out of Mansehra. Some of the tents and associated equipment have been handed over to the PRCS. The camp was closed due to the decreasing number of staff operating out of Mansehra as the operation moves towards recovery and rehabilitation. Staff are now being accommodated in rented houses. The Federation warehouse operation in Islamabad closed in April and the new warehouse compound in Mansehra has been established. The Mansehra facility has ten Rubb halls with a capacity of 4000 square metres. Most of the Islamabad-based logistics staff will relocate to Mansehra. One staff member and the procurement delegate will remain in Islamabad. Human resources: As of mid-may 2006 there were 34 Federation delegates working in the areas of health, relief and recovery, logistics, fleet management, communications/reporting, support services, and water and sanitation. It is anticipated that a similar delegate presence will be maintained for the next two-three months with numbers to diminish thereafter. The decreased number of delegates will reflect the winding down of emergency relief activities and the localization of some positions and the transferring of greater ownership of the operation to the PRCS. The peak number of delegates (contributed by the Federation, partner national societies, regional disaster response teams, emergency response units, etc) was 154 at the end of November A new position of deputy head of delegation will be filled from June 3. The deputy head of delegation s roles will include that of movement coordination, taking over the tasks of the movement coordination delegate who ended his mission in April. At the height of the operation there were six emergency response units (ERUs) operating in the PRCS/Federation operational area of NWFP, covering health, water and sanitation (WatSan), IT/communications, and logistics. There are now technically no ERUs remaining in the PRCS/Federation operational area. However the Swedish WatSan ERU in Balakot and the French health ERU in Batagram have remained but operate as Federation facilities. Over April/May two members of the Malaysian Red Crescent have provided valuable support assisting with training of the PRCS assessment, monitoring and evaluation teams. Security: There have been several negative media reports in Pashto language newspapers in Abbottabad about NGO/humanitarian agency activities. These reports highlight comments from a group of religious-political parties making unspecific accusations about transgressions against local culture/religion and objecting to the employment of women. While the Red Cross/Red Crescent has not been singled out, there is growing agitation which is of concern to humanitarian actors in the region. The Federation and the PRCS are in discussions on how best to deal with the situation. With the relief phase ending, there is growing impatience in affected communities for further assistance, particularly in reconstruction. The mood of acceptance so prevalent amongst communities is changing to that of wariness in some areas.

6 5 Coordination The United Nations-facilitated cluster system is winding down, and ERRA is taking over the coordination role under eight sectors: education; health; livelihoods; water and sanitation; housing, shelter and camp management; support to needs of vulnerable groups; governance and disaster risk reduction; and coordination and common services. Still operational under the UN cluster system are the inter-agency steering committee, logistics, information management, education, protection, livelihoods and public information. The protection cluster group will continue at least until the end of the year. With the operation in a transitional phase, so are the coordination mechanisms and the Federation/PRCS are liaising with ERRA on how the sectoral interaction/coordination will proceed in the future. The liaison delegate has continued to represent the Federation at weekly United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) cluster coordination meetings, the interagency coordination meeting and the logistics cluster meeting. The liaison delegate also attends ERRA meetings. The security delegate attends the weekly NGO security forum in Mansehra. The head of delegation has regular interaction with various UN agencies. Internally, the head of delegation is attending the weekly PRCS chairperson s meeting which involves management staff, board members and some heads of department. There is daily informal contact between the Federation, PRCS and the ICRC, while the Federation and the ICRC hold weekly management meetings. The French Red Cross signed a service agreement with the Federation in May. The Qatar Red Crescent signed such an agreement in March. The service agreement formalizes administration and service arrangements, including the provision of office space and support. Similar agreements are being negotiated with the American, Canadian, Belgian, Danish, and German Red Cross societies, who are all working or seeking to work bilaterally in Pakistan 1. A new Movement partners meeting structure is planned. Hosted by the Federation, fortnightly meetings will be held involving all in-country partner national societies, PRCS and the ICRC, to discuss issues and optimize coherence between the partners. The internal Movement coordination structure will become more defined following the plan of action finalisation process during May which is taking account of all present partner national societies assessments and findings. During May the Federation conducted a detailed mapping of the activities and plans of bilateral national societies. This is to try to ensure that the Federation working with the PRCS, and the bilateral national societies working with the PRCS are creating a coherent plan of action without duplication. The national societies of Denmark, Germany, Turkey, Saudi Arabia, Qatar, France, Canada, United States, Belgium and Switzerland have plans for bilateral cooperation with the PRCS. Details are outlined in annex 1. Red Cross and Red Crescent action - objectives, progress, impact 1. Emergency relief (food and non-food) Objective: the basic shelter and household needs of 81,000 earthquake-affected families (approximately 570,000 people) in northern Pakistan are met over the next six months, enabling them to start rebuilding their future. Progress/Achievements The Federation emergency relief operation has to date reached 122,741 families (almost 860,000 beneficiaries based on the calculation of an average family size of seven members). Some of the families have received second distributions but are not counted twice. A total of 17,000 new families have been reached during the reporting period of the past two months. Pakistan Red Crescent volunteers preparing relief items for distribution in the Kaghan Valley, NWFP. 1 All these national societies are also multilateral partners under the earthquake appeal.

7 6 While the relief phase was scheduled to finish at the end of April, ongoing needs will continue to be met as per the plans outlined in the revised emergency and recovery appeal launched on 28 March 2006 ( ). The closure of relief camps in March/April, areas that are still unsafe due to tremors and the threat of landslides, and the oncoming monsoon season (July - September) mean vulnerable families will continue to require some level of emergency relief assistance. The following table is the consolidated list of relief item distributions from October 2005 through to 19 May 2006; Shumlai Battal/Chattar/ Allai Garhi Balakot Batagram/ Siran Kohistan Total Hillkot Habibullah Battal Valley Families ,626 17,432 19,974 26,398 15,472 13,984 14, ,741 assisted Tents ,517 13,566 9,568 9,486 11,567 12,233 58,647 Blankets 0 8,725 65,681 89,666 83,865 74,502 68,892 74, ,031 Tarpaulins 0 20,722 24,255 18,438 17,652 13,778 12,621 24, ,062 CGI sheets 0 12,480 33,130 50,220 54,930 31,135 21,981 14, ,626 Shelter repair 0 1,248 3,312 5,022 5,393 3,101 2,189 1,463 21,728 kits Sleeping bags ,309 5,811 6,140 4, ,391 Quilts 0 40,350 38,290 43,792 42,284 41,638 74,195 40, ,440 Jerry cans 0 9,698 11,314 5,367 8,372 1,830 4,475 19,734 60,790 Kitchen sets 2,000 9,777 8,597 6,251 5,336 3,550 7,512 12,053 55,076 Hygiene kits 0 10,588 9,427 9,653 10,684 6,190 12,000 13,582 72,124 Stoves ,108 4,742 6,636 4,478 9,948 10,013 43,358 Sheets 14,080 4,795 13,527 21,021 32,624 22,445 66,611 6, ,782 Lamps 0 9, ,657 8, ,383 8,134 33,936 Buckets , ,354 Shawls 0 2,512 23,280 6,806 22,716 13,363 29,612 6, ,019 Wheelbarrows More than 21,000 families have now received corrugate d iron sheeting and shelter repair kits Based on the general needs of beneficiaries for reconstruction materials, the relief operation is now focusing on the distribution of corrugated galvanized iron (CGI) sheets and shelter repair kits to affected families. Each family receives 10 CGI sheets and one repair kit. The repair kit consists of rope, a spade, axe, hammer, nails, nail covers, iron hooks and a sickle. The distribution process is a laborious one due to the challenge in handling and distributing the CGI sheets and shelter repair kits. The standard package of 10 CGI sheets and a repair kit weighs 172 kilograms. A temporary shortage of repair kits due to an unexpected increase in the number of eligible families and an over-taxed supply system also delayed some distributions. However, the supply issue has been resolved. Relief teams assessed the need for wheel barrows in Bedadi and Shinkiari where the communities have started repairing their houses and preparing the fields for sowing. Around 1000 wheel barrows have been distributed in the assessed areas. With the assistance of the Norwegian Red Cross supplied all terrain vehicles (ATV) and beltwagons, distributions in Satbani, Balakot were completed. Around 300 families received CGI sheets, shelter repair kits, blankets, quilts, hygiene parcels, sheets, shawls and wood burning stoves. Planned distributions by road of relief items in Jared, Kaghan, and Balakot were delayed due to bad weather. Due to the weather, road access up the Kaghan Valley became difficult and the decision was made to transport the items by helicopter. With the generous assistance of

8 7 the United Nations Humanitarian Air Service (UNHAS) and the ICRC, items for 500 families in Kaghan were airlifted and distributed. The relief distributions for the targeted 20,000 families in Garhi Habibullah were completed during March. Two relief teams did distributions to assessed families during the first half of the month while the remaining teams completed the task in the third week. As outlined above, assessments of where needs still exist are ongoing and relief distributions will continue. Four PRCS assessment teams, with the assistance of the Federation, conducted assessments of 4000 families in the remote and mountainous areas of Talhatti in Garhi Habibullah. Planned distributions of CGI sheets and shelter repair kits to these families were delayed due to limited availability of the relief items. The distributions were finalised during May. Overall during the reporting period, a further 9337 families received shelter repair kits and an accompanying 98,393 CGI sheets. Preliminary assessments have defined some gaps in Ogai, Kala Dhaka, Shangla and nine of the 52 Union Councils in Abbottabad District. Five assessment, monitoring and reporting teams were formally trained in May and have been deployed - two to the Kaghan Valley and three to Abbottabad District. As a result of the training, assessments are proceeding more quickly than was the case when untrained teams were sent out in November 2005 January Kala Dhaka is in the vicinity of tribal areas which have security implications. Based on needs specified during the assessments and taking into consideration the sensitivity of the region, comprehensive planning is being conducted. There is coordination with ICRC as well as the PRCS. A list of most affected villages is being compiled and detailed assessments involving local people will be conducted. The following graph details the number of new families reached during the course of the operation to date. What is notable is the significant scaling up of families reached during the December-January period when a concerted effort was made to ensure as many vulnerable people were reached as possible as the winter set in. The surge in relief distributions in April/May reflects the CGI/shelter repair kit distributions. Relief distributions will tail off as the operation enters recovery/rehabilitation. However, there will likely be a need for residual relief until early The need is likely to rise slightly with the onset of winter in ,000 35,000 36,950 Families assisted 30,000 25,000 20,000 15,000 10,000 5,000 11,316 17,758 20,432 19,345 3,658 13,282 0 Oct - Nov Nov - Dec Dec - Jan Jan - Feb Feb - Mar Mar - Apr Apr - May The number of beneficiaries is impressive but the quality and depth of coverage needs improvement. Sometimes the distribution plan was too rigid: For example while the average family size was estimated at seven people, some family groups consisted of 30 members, yet they only received one tent; some hygiene parcels were Euro-centric

9 8 and contained items that were foreign to beneficiaries. There were instances of particular items supplied not being utilised properly by beneficiaries due to the items being unfamiliar or inappropriate in the local context. For example communities in Kohistan did not know what to do with toothpaste and treated it as a sweet. In some communities women had not used commercially produced sanitary pads before. These issues could have been overcome by beneficiaries being informed about what they were being given and how to use the items or with more thorough beneficiary consultation in the early stages and during the relief operation. There is a need to improve the capacity of PRCS staff and volunteers in assessment and distribution techniques with communicating with beneficiaries a vital element of this. This process began with an intensive one week training in May of 24 PRCS staff/volunteers. The training covered areas such as emergency response policy and tools, assessment, monitoring and reporting, logistics and risk analysis. On the whole relief items were appropriate, and changes were made to reflect the realities on the ground. For example the distribution of kerosene heaters in some areas was discontinued due to the fact that beneficiaries could not get ready access to the fuel which was also expensive. Wood-burning heaters were distributed instead. A positive by-product of the relief distributions has been raising the awareness in communities of the existence and activities of the PRCS and the International Movement of the Red Cross and Red Crescent Societies. This greater awareness has helped build a relationship of trust between communities and the Movement which will be vital in the ongoing recovery/rehabilitation activities. Planned monitoring of areas of relief distribution and tracing of the migration of displaced families to their homes will identify further needs of affected communities and will allow the Federation to provide them with assistance as required. The results of this monitoring and evaluation will be reflected in the next operations update. It will also provide a better picture of the impact of the operation, reflecting survey results of beneficiaries on their views of the quality and type of assistance provided. Constraints Bad weather conditions during late March/early April caused landslides which delayed some distributions. Some delays in the provision of supplies, in particular the shelter repair kits. The kits were procured locally as this was the most cost-effective and efficient solution. However there were occasional periods where the suppliers could not meet demand. Off-shore sources were explored but would not have improved delivery times. The absence of a proper database to provide proper accounting and tracing of distributed relief items. The lack of the database has also meant the preparation of detailed reports to donors has been a complicated and time- consuming process. Quality issues with some supplied items including hygiene kits. Disaster preparedness and capacity building To improve the capacity of the National Society in supporting communities in times of disaster, plans have been made to facilitate PRCS disaster-preparedness stocks in strategic locations in the earthquake affected areas of NWFP. The main warehouse complex is now based in Mansehra and warehouse facilities in Islamabad have been closed down. At its peak operational capacity there was warehousing of 3800 square metres in Islamabad. The Mansehra complex currently has ten Rubb halls (temporary warehouse tents) with a capacity for 12. A two Rubb hall facility is also being established in Banna. The Mansehra complex is far more cost effective than the previous Islamabad facility. As outlined earlier, during May 24 PRCS staff and volunteers received training in assessment, monitoring, evaluation and reporting. A second trainer of trainers will be conducted in July. This pattern will be repeated during the final quarter of the year and again in 2007 and Monitoring of relief distributions will be maintained while other activities planned are tracing migration of displaced families to their homes, assessing their vulnerability and defining ways to further support them.

10 0/ Recovery A recovery unit was established in January 2006 and covers the following areas; Shelter/ reconstruction Livelihood Gender and community participation The unit is supporting post-earthquake recovery and rehabilitation needs. In response to any disaster, long term recovery programming is needed to address the issues of affected communities and individuals so that they can resume normal lives. Various agencies have conducted studies to address this issue including the World Bank, United Nations agencies, ICRC, the Federation, multi-lateral and bilateral partner national societies and national and international non-government organisations (NGOs). Based on conclusions from the January 2006 partnership meeting in Islamabad attended by 23 partner national societies the recovery unit formulated the livelihoods component of the revised emergency and recovery appeal Meanwhile a rapid assessment was conducted by the unit with the assistance of PRCS volunteers in 10 villages in NWFP on livelihood and gender aspects. The affected areas are already faced with the challenges of poverty, scarcity of resources and services in a harsh environment. Communities in these areas struggle for access to basic facilities and infrastructure in health, education and other services. The sudden loss of livelihood and assets related to agriculture and livestock has left families in an extremely vulnerable situation. Recruitment of field staff to carry out livelihood, gender and community participation activities commenced in April The recruitment is mainly for social organizers (male and female) who can establish close contact with communities in selected areas. Meanwhile to jump-start field activities, each recovery unit sector has developed a draft work plan. This plan will be further developed to ensure linkage to other sectors such health, water and sanitation and psychosocial support. The plan of action is being refined during May 2006 utilising assessments being conducted by multi-lateral and bilateral partner national societies. One of the key elements of livelihood and gender activities is the establishment of community centres with the participation of targeted communities. Specialised field training in productivity and production, repairing infrastructure and rebuilding of the agricultural production fields is the key focus of these centres. Simultaneously, it is envisaged that these centres will provide an opening for a dialogue with women and men alike on gender vulnerabilities and building of localised capacities for social and economic development of women. 2. Emergency health and care Objective: Some 250,000 earthquake-affected people in northern Pakistan have access to appropriate quality health care, safe water and sanitation services in the next six months. Progress/Achievements To date more than 350,000 people, mostly women and children have been treated by the Federation, partner national societies and PRCS health units since the start of the operation. This includes beneficiaries served by mobile health teams, emergency response units, basic health units, field hospitals, and through support provided by 400 lady health workers (see box below) and 25 government-run basic health units. A summary of the latest available consolidated health beneficiaries since the start of the operation is as follows: Health facility Location Operational status as of Beneficiaries April 2006 PRCS mobile health units Pakistan administered Kashmir (various locations currently one basic health unit with out-reach activities at Garhi Doputta) Still active 76, This figure includes data from Chakoti spanning mid-january to April which had not been previously reported.

11 00 PRCS mobile health units PRCS/Federation/Korean Red Cross mobile health unit PRCS/Federation temporary facility (formerly Federation Spanish Red Cross ERU) Federation French Red Cross health facility (formerly French Red Cross ERU) RDRT/Malaysia Red Crescent Federation multinational field hospital Italian Red Cross field hospital Qatar Red Crescent field hospital NWFP - Balakot, Besham (and also formerly operating in Garhi Habibullah) NWFP -Mansehra base camp, Besham Still active 9,415 Closed Dec ,382 NWFP Balakot Closed Apr ,629 NWFP - Banna, Batagram, Bateela, Pashto, Rashang Still active 18,213 NWFP Mansehra district Closed Nov ,182 NWFP Abbottabad Closed Feb ,623 NWFP Mansehra Closed Nov Pakistan administered Kashmir Bagh Still active 33,627 Saudi Red Crescent field NWFP Mansehra Still active 133,784 hospital Turkish Red Crescent field Pakistan administered Kashmir Closed Mar ,435 hospital Muzaffarabad Total 354,946 Lady health workers are a crucial frontline resource in health care in Pakistan. Employed by the Ministry of Health, they receive 15 months training and are responsible for up to 1000 households each. They are often the first contact between the community and the formal health services in Pakistan. There are around 100,000 lady health workers nationwide. They work in the community providing services such as home visits, health education, maternal and child health services and are a crucial partner in the Red Cross/Red Crescent health programme. The PRCS/Federation (and French Red Cross in Batagram) is providing primary health care through five mobile health units (which will be increased to eight) in three locations - Besham, Balakot and the Allai Valley. Health education, mother and child health and women health issues are the main areas being addressed by these health teams. The Qatar Red Crescent provides regular mobile clinics in the Bagh area. These activities involve communities through male and female health committees established in each village of target areas. The role played by the mobile health units reaching remote and hard-toaccess areas was vital in providing timely assistance. The mobile health units were the only health care available for populations in areas such as the Allai Valley and the mountains of Balakot. The PRCS has run mobile health teams in their current form for the past five years, though the National Society has provided emergency health care at district level for decades. Initially these teams were providing emergency health care to the injured, stabilising them and referring them to higher health care facilities if available. After approximately 45 days once the urgent emergency needs were met, the mobile health teams shifted their focus to primary health care. The two teams operating out of Besham visit 10 locations weekly, providing services to approximately 1000 people. The two teams in Balakot visit nine locations weekly, seeing up to 800 people. A key element in the success of the mobile health teams has been gaining the trust of the communities they work in. This has been achieved by first communicating to village elders/leaders, explaining objectives and exactly what services will be provided. Cultural/religious

12 01 sensitivities are taken into account such as providing separate areas/times for treating men and women. Overall the satisfaction level of the served communities is good, shown by ever increasing numbers of people utilising Red Cross/Red Crescent facilities. It has been particularly encouraging to see the increase in the numbers of women utilising health services. For example, early in the operation the mobile health teams in Besham and Balakot were treating a patient ratio of approximately 70 percent men and 30 women. In the past two months, the proportion of women has risen to approximately 50 percent. While there was has been an encouraging increase in the number of women coming to the mobile health clinics there was a need to reach more of the female population. Piloted in Besham, the mobile health teams established meetings with women s groups in their own homes. Each group consists of about 20 women. In these meetings specific women and child related health issues are discussed. The first such group meeting was held in Jhambairra village in December and within a week this had extended to five houses and the system is now flourishing. Based on this success the women s group system is now being rolled out in Balakot district. The mobile health teams are integrated with the WatSan component, conducting assessments for water and sanitation needs and then relaying the information. A strong working relationship has been established with district health departments, the Ministry of Health, World Health Organization (WHO) and NGOs working in the health field. There is a need to continue putting emphasis on enhancing primary health care activities in the identified areas and to scale up the PRCS presence via recruitment and training of volunteers to create a more sustainable emergency preparedness environment in the selected communities. The Federation/PRCS mobile health teams such as this one near Besham in NWFP are providing essential basic health care services to remote communities. Constraints The security of staff as a result of bad weather, difficult terrain, landslides and sporadic political/cultural incidences has presented constraints to implementing activities. Religious and cultural practices made the work of the health teams pertaining to female reproductive health services difficult. Water and Sanitation (WatSan) progress/achievements Water supply: The Federation/Swedish Red Cross water purification and distribution unit is continuing to operate in Balakot, supplying up to 210,000 litres daily of drinkable water for up to 15,000 people. The unit, which has been operational since October , continues to be a vital source of clean water for the local population. The unit in Batagram was run by a German and Austrian Red Cross team and serviced up to 10,000 people daily, supplying 45,000 litres up until it was closed in mid April The unit has been handed over to the PRCS for future use in emergencies. The Federation provided a pump, piping and a tank to an NGO operating in the Meira camp in Batagram district from October This facility provided water for up to 5000 people daily until it shut down at the end of March The facility was closed with the camp rapidly emptying. Alongside the operation of the water treatment and distribution units in Balakot and Batagram, ten local personnel have been trained as water technicians. In total there are 35 workers able to operate the treatment plants, conduct water analysis and implement water supply schemes. Training is ongoing for these personnel under Federation supervision. The training of local personnel is a major achievement and boost to the PRCS WatSan capacity. Prior to the quake the National Society WatSan capacity was very low. Indeed, there were no trained staff/volunteers available when the disaster struck and all the personnel had to be trained from scratch.

13 02 Sanitation: In the target areas of Balakot and Batagram, a further 400 latrines were constructed during the reporting period bringing the total to 1000 latrines and 200 rural bathrooms (constructed in steel and wood). Hygiene promotion: Hygiene promotion (also known as the software component of WatSan) is an integrated component of the WatSan sector and has been conducted alongside the water supply and sanitation components. It is a vital activity in diminishing the prospects of transmission of water-related disease. There are two hygiene promotion and sanitation teams now operational. They were trained by the Swedish and German unit personnel. The teams are integrating with the mobile health teams and livelihoods activities. The teams are operating in Balakot and Batagram and will soon expend their coverage to the Allai Valley. Hygiene promotion activities have been implemented since October 2005 by the Federation and ERU delegates together with PRCS staff and volunteers and members of the community. The activities are now including other areas where water supply and sanitation projects are implemented by the Federation and PRCS such as Banna in the Allai Valley, and surrounding areas of Balakot. The new water and supply projects include rehabilitating existing water supply schemes and establishing new ones. These will be conducted by Federation delegates and PRCS teams. Overall the WatSan teams have provided 10,000 families with hygiene promotion information (benefiting approximately 70,000 people). WatSan constraints The PRCS WatSan capacity of the PRCS is relatively basic. There is no National Society branch in Mansehra, a major hub of the WatSan activities, though it is planned to establish one under the PRCS capacity building element of the revised emergency and earthquake appeal The bulk of the WatSan activities remain under Federation direction, management and operation. It is vital that locally recruited staff are given the requisite support from PRCS national headquarters in the long term to ensure the sustainability of the WatSan operation. Psychosocial Programme (PSP) progress/achievements The psychosocial programme, run by the Danish Red Cross on behalf of the Federation and supported by ECHO, has 18 PRCS staff members, 13 PRCS interns and has mobilized more than 100 community volunteers among the communities/camps. These staff and volunteers have been trained in psychosocial activities and community mobilization methods and have assisted more than 27,000 people since the operation began. Approximately 75 percent of these have been women and children and the remaining 25 percent men. Women and children were targeted but due to cultural issues, often access could only be gained if they were accompanied by a male relative. This had the positive spin-off of men who has psychosocial needs gaining benefit from the programme. The implementation has mainly focused on internally displaced persons gathered in four selected camps: Islamabad camp in sector H11 Havelian Camp, Abbottabad district, NWFP Garhi Habibullah camp, Mansehra district, NWFP Meira camp, Shangla district, NWFP. Following the closure of the camps in April the psychosocial interventions are now being moved into the communities. Nine villages have been identified around the towns of Balakot and Garhi Habibullah in Mansehra district. The villages have been selected after a thorough assessment and coordination with all people involved including the Federation, WHO, Pakistan government and other relevant agencies to ensure cohesion, meeting needs and avoiding duplication. There has been no specific psychosocial programme UN cluster but coordination has been achieved through the protection, education and health clusters. Two types of complementary activities have been developed: 1. Social activities aiming at gathering people together, increasing their self-confidence through involvement in group activities and giving people the opportunity to socialise and regain a sense of normalcy. 2. Awareness raising groups meetings, or psycho-education activity: This activity aims at increasing the different target groups knowledge and understanding of the natural disaster and its effects, the normal

14 03 reactions to abnormal events, and the coping mechanisms that can be developed. It is also a forum for different categories women in particular to express themselves in groups and share experiences and feelings. The programme is being implemented under the framework of the PRCS. All staff are recruited and contracted by the National Society. There is daily interaction between PRCS staff and volunteers and a large number of beneficiaries, including individual meetings and group meetings. A participatory and flexible approach is applied; the programme is continuously developing and adjusting to arising needs. Assessments in two new areas Batagram and Banna staff have commenced. In Batagram PSP interventions will start in six villages in collaboration with the French Red Cross basic health units. In Banna, three unit councils have been allocated by WHO/Pakistan government and four-to-six villages will be selected in collaboration with Federation mobile health clinics. The majority of the population reached by the PSP programme has expressed satisfaction with the services provided. Community members are actively involved in the planning and organization of various activities. During a needs assessment for a new programme phase focus group interviews confirmed a great satisfaction for social group activities. The real impact or effect of the different interventions is difficult to measure over a short period of time. In addition the camps have now closed and people have returned to their home areas. This means that people have different needs and worries which are often related to livelihood and income and there is less focus on the psychological affects of the earthquake. The Danish Red Cross will submit a new proposal in May to extend support for the programme for another 12 months. The target group will remain the same in the three areas in NWFP - Balakot/Gari Habibullah, Batagram, and Banna. The proposal will include development of an improved registration and reporting system. Furthermore, a baseline survey commenced in May to enhance some realistic indicators to enable impact monitoring. A review and an external evaluation have been planned during the new phase of the programme. The overall wellbeing of the beneficiaries had been improved but there is a high need for training, skills improvement and income-generating activities. People approve of and respect the way they are involved in selection, planning and running the activities. Everywhere PSP has been implemented, communities are very willing to contribute with human recourses, shelter, land, forming committees etc. In the next project phase the emphasis will be put on re-establishing normal life and to rebuild hope and confidence by improving life skills, both technical and psychological. The psycho-education sessions used in the emergency phase are becoming less relevant to the new context, and new modules on general life skills issues such as coping with anger and stress, managing emotions, effective parenting and roles and responsibilities in the families are being developed. Furthermore the group interventions in the villages will focus on a holistic wellbeing approach which includes skill building, learning and promotion of public services. The project will increase awareness and knowledge for beneficiaries about the different services available both within the Red Cross/Red Crescent operation (such as health, water and sanitation) and those provided by external actors such as (I)NGOs and government agencies. The project will also seek to enhance its referral system. If a beneficiary receiving psychosocial support is identified as requiring assistance in another area such as shelter or primary health care, then they will be referred to the appropriate Red Cross/Red Crescent or external actor. PSP constraints The PRCS did not have any qualified staff to allocate for the project so all personnel had to be employed and trained from scratch. Since the salary scale had to follow the PRCS policies it has not been possible to attract experienced managers. Those who have been recruited are young and have very little experience, but are very enthusiastic. The cultural tradition with strict separation of male and females at all levels of the social structures combined with a disparity between low- and high income groups have created many challenges within the practical management of the programme. Additionally the Pakistan culture has a collective-orientation, which influences all aspects of the decision process. The individual field team members will seek advice for all small changes or decisions from a superior authority and they find it very difficult to cope with expectations on independent views and creative solutions.

15 04 3. Logistics/IT/Telecommunications Overall Objective: The ongoing PRCS and Federation relief operation have effective logistical, IT and telecommunications infrastructure in the operational areas. Logistics progress/achievements The Islamabad warehouse operation was shut down during April 2006 and the logistics operation transferred to Mansehra. The Mansehra warehouse base currently has ten Rubb halls with a capacity of approximately 4000 square metres. The Geneva Secretariat logistics and resource mobilization department senior procurement officer made a ten-day procurement process review visit during May. The officer carried out a general review of the procurement process and supply chain management. A report is expected to be completed by the end of May and will highlight how the Federation standard procurement procedures have been followed while conducting local purchases in Pakistan, any problems that have been revealed and recommendations to improve the quality of local procurement in Pakistan. The Transport Support Unit (TSU) has been wound up. The TSU was a vital resource for field transportation. Of 40 Norwegian Red Cross supplied M6 trucks, 28 were used for emergency relief transportation, six for supporting the WatSan teams and six as support vehicles. The trucks are due to be re-exported to the Federation fleet base in Dubai by the end of May. One of the trucks was destroyed in an accident in January. Local trucks are now being utilized for transporting items. The Norwegian Red Cross also supplied four belt wagons and 12 all terrain vehicles for transportation to areas inaccessible to commercial trucks. These were returned to Norway in April. It has been a massive logistical exercise, particularly during the emergency relief phase. The Federation logistical operation to date has handled; 198 plane loads of relief items from various countries. 865 shipments of cargo containers and/or truckloads of relief items and operation-related items. Procured items to the value of CHF 7,567,000 (USD 6.2 million). Facilitated the dispatch of 2,683 truckloads of relief items to affected areas. In addition to working closely with the ICRC, the Federation logistics team has also liaised with the United Nations Joint Logistics Centre (UNJLC) and other key actors to ensure the Federation logistics operation utilises all information and resources as efficiently and effectively as possible. Logistics constraints ERRA announced in May that there would be a new tax/duty regime for humanitarian items coming into the country. Items which can be purchased/produced in Pakistan will not eligible for a no objection certificate and import duties will be levied. This had previously only applied to motor vehicles. Among the items which will come under the new duty system will be CGI sheets. The level of duty is still being determined but it is expected to be at least 10 percent which could have a significant adverse financial impact on the operation. The United Nations Humanitarian Air Service (UNHAS) operation will cease at the end of May. This service, provided free of charge to the Federation/PRCS has been a valuable resource during the operation. It has been utilized for transporting relief items such as the CIG airlift up the Kaghan Valley in April, moving personnel and has also been a security resource for potential evacuations. There have also been problems with the quality of some relief items. For example, locally procured hygiene kits were of poor standard in some instances and badly packed. IT/telecommunications progress/achievements All major IT and telecommunications needs have been met over the course of the first six months of the operation.

16 05 Major IT/telecommunications achievements include; All staff at Islamabad and Mansehra offices are now working on Fedmail/Lotus Notes Standard daily support activities are taking place for the networks and delegates systems. Installation, setup and support for four staff houses internet access in Mansehra and two in Islamabad. Installation and setup of the wireless network for the secondary office in Mansehra. Installation of VSAT and wireless network at the new Logistics centre/ warehouse in Mansehra. Support and repairs in Fedmail database systems in the delegate s Lotus Notes clients in Mansehra and Islamabad. Maintenance and adjustment of the radio networks in Islamabad and Mansehra offices. Setup of a radio room at Islamabad office with new hired staff in order to operate from 7am to 7pm. Coverage test from the Mansehra radio room in order to update the communication information. The radio room is issuing daily weather and road reports and in coordination with the security delegate they are also in charge of distributing the security related reports. Installation of VHF and HF systems in PSP cars and relief cars. Distribution of VHF handhelds for the teams who request them. IT/telecommunications constraints High mountain ranges in the operational areas caused problems with high frequency radio communications and had to be addressed by testing different antenna angles and the possible use of NVIS antenna kits in vehicles. Due to an increased in demand, standard radio equipment has become difficult to procure in local markets during certain periods. 4. Communication Advocacy and Public Information: Objective: The needs of the earthquake-affected population in Pakistan are advocated for and the Red Cross and Red Crescent s interventions profiled through national and international media coverage. Progress/Achievements To date 25 operations updates (including this one) have been issued and published on the Federation website and 14 Federation media releases issued. Three joint fact sheets with the ICRC have also been produced. Since the beginning of the operation the Federation communications team has facilitated/assisted in excess of 100 journalists and representatives of 20 partner national societies visiting the field. All visitors receive support such as briefings, logistical and technical assistance, interviews information materials and possible story angles. During the reporting period, the Federation helped facilitate visits to the field by a Norwegian television crew, Swiss radio journalist and Swiss magazine journalist. The Geneva Secretariat media service coordinated the media campaign for the six month mark of the operation. A media release and a video news release were issued under embargo for April 8 highlighting the revised appeal. The VNRs were submitted to Associated Press TV Network (APTN) and the European Broadcasting Unit (EBU). They were utilized on BBC World, Sky News, and ABC (Australia) among others. A comprehensive press pack was distributed highlighting the work done to date, and also included photos, an opinion editorial, and an article on the operation. The Federation website has a page dedicated to the earthquake operation and is updated frequently ( ) The first of fortnightly joint PRCS/Federation/ICRC communications coordination meetings was held in May. The aim is, in addition to regular ad hoc contact between the Movement partners, to regularly exchange information, conduct joint planning and harmonize activities. The first of a fortnightly internal Federation staff bulletin was issued in May. The bulletin is to keep delegates and staff up-to-date with operational developments, put various announcements in a consolidated form, and maintain awareness of all areas of the operation. An external newsletter featuring stories on the operation, photos etc is expected to be launched in June. This will highlight the work of the PRCS, Federation and bilateral in-country partner national societies

17 06 A media-awareness training was conducted for the 24 PRCS staff/volunteers attending the assessment, monitoring and reporting training in May Media guidelines were issued for all Federation staff building up to the six month mark of the operation. Constraints Some of the planned activities such as information campaigns for beneficiaries, promotion of PRCS and Federation activities have not been conducted due to other operational priorities and staffing levels. These will be pursued in the coming six months. The PRCS is keen to scale up its communications but it hampered by staffing levels/resources. The Federation communications team is lending support to the National Society in this regard. Although the national media demands were handled adequately by the PRCS, the National Society requires further assistance in dealing with international media. This is being pursed by the communications coordinator delegate who has been in place since March The PRCS is also getting further support in website maintenance/development. Outstanding Needs: The Appeal has now been revised to include recovery and reconstruction planning through until the end of On that basis the budget has been raised to CHF 227 million (USD172 million or EUR 98 million). It is important that the Federation/PRCS continues to raise the profile of this important operation and highlight the challenges for the local communities to rebuild their homes and their lives. To this end there is a need to continue to raise cash contributions to allow the Red Cross and Red Crescent to maintain support to these vulnerable people There will be mobilization of some relief items for the ongoing relief needs and livelihood activities (e.g. seeds and tools). Details of this will shared once the needs are confirmed via the mobilization table issued by the Logistics Department. Where possible items will be procured locally. The following longer-term positions need to be sought internationally, regionally and nationally: head of field office, construction coordinator, information delegate, IT/telecoms delegate, fleet delegate, health field delegate. Where possible, these positions will be sought locally. Map and contributions list below; click here to return to the title page.

18 07 Annex 1 National Society Area Current activity Future activity Danish Red Cross NWFP/Islamabad Psychosocial programme Second phase of psychosocial programme and develop primary health care programme on integrated needs assessment conducted by Federation German Red Cross NWFP Organisational development, disaster management, health Turkish Red Crescent Balakot -NWFP Muzaffarabad - PaK Two mobile bakeries Muzaffarabad PaK Psychosocial programme Psychosocial Islamabad programme Muzaffarabad PaK Field hospital 1000 durable shelters, one community centre Location being Disaster management finalised and organisational development activities. Possible construction Saudi Red Crescent Mansehra NWFP One field hospital First aid training, PSP, 40-bed mobile hospital Qatar Red Crescent Dhuli - PaK One field hospital Bagh PaK Two mobile health teams 21 schools to be French Red Cross Batagram NWFP One medical facility (in conjunction with Federation, two mobile health teams completed in 2006 Continued support to basic health care-mobile health programme. Work in shelter, reconstruction and psychosocial programes. Canadian Red Cross Batagram - NWFP Livelihoods activities to improve income and food security and disaster preparedness activities American Red Cross Locations being finalised A range of health activities including assessment, reconstruction, maternal and reproductive health, PRCS capacity building. Belgian Red Cross Batagram - NWFP Reconstruction of housing, health and education facilities. Psychosocial programme. Swiss Red Cross Locations being finalised Activities being finalised.

19 Appeal 05EA022 EQ PAK Pakistan: Earthquake Operation update 25 May 2006 Besham Federation mobile health unit Batagram Federation - French RC health facility Kazakhstan Uzbekistan Kyrgyzstan Balakot Federation mobile health unit Balakot Federation-Swedish-Austrian WatSan facility Tajikistan China Afghanistan Mansehra Federation delegation Federation and/or ICRC logistics center Muzaffarabad ICRC sub-delegation Pakistan India Abbottabad ICRC sub-delegation Chakoti PRCS and/or Federation basic health unit Km Dhuli Federation-Qatar RC hospital The maps used do not imply the expression of any opinion on the part of the International Federation of Red Cross and Red Crescent Societies or National Societies or the ICRC concerning the legal status of a territory or of its authorities. Map data sources: ESRI, Keyobs, Federation. Islamabad Federation delegation, ICRC delegation Federation and/or ICRC logistics center Earthquake epicenter Main rivers Airport Airfield Administrative boundaries Provinces Indian Jammu & Kashmir North-west Frontier Pakistan-administered Kashmir Punjab Highway, Hard, All weather Main road, Hard, All weather Secondary road, Loose, All weather Local road, Loose, Dry weather Track, Loose, Dry weather Version: